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This study relied on the job demands and resource model to understand employees’ turnover intentions. Recent studies have consistently lent support for the significant association between role ambiguity and turnover intentions; however, only a handful of studies focused on examining the potential mediators in this association. The authors argued that role ambiguity positively influences turnover intentions through affective mechanisms: job involvement and satisfaction.

To test the model, a large sample of working adults participated (N = 505).

Structural equation modeling results showed that role ambiguity, job involvement and job satisfaction were significantly associated with turnover intentions. Moreover, a serial mediation was found among the variables: employees with low levels of role ambiguity tended to report higher job involvement, which further increased their satisfaction with the job and subsequently decreased their turnover intentions.

The cross-sectional design is a limitation.

Practical suggestions regarding how organizations can reduce employee turnover are discussed.

The findings provide support for theory-driven interventions to address developing the intention to stay at work among working adults.

This conceptual work examines how, in times of post-COVID-19 paradigm shift, the employee performance management (PM) process can help multinational corporations (MNCs) strengthen their talent management and, at the same time, meet their future needs.

We take a conceptual approach and present our perspective on what we see as the most critical trends shaping PM and talent management. Contingency theory and Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) theory provide a sound theoretical framework for understanding and responding to the complex and rapidly changing business context post-COVID-19.

Drawing on these theories, we create a framework providing a means of understanding why and how MNCs can maintain talent and, at the same time, develop new talent through the PM process.

Importantly, our study emphasizes the critical role that project management and talent management techniques play for both practitioners and scholars. In order to gain and sustain a competitive edge in the ever-changing VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) landscape, these processes necessitate ongoing reassessment and adaptation. As Plato eloquently stated, “Our Need Will Be the Real Creator,” encapsulating our vision for the proactive and dynamic nature of effective project management and talent management practices.

The study establishes the benefits of an agile and flexible PM approach to help develop talent and pave the way for future research in this increasingly critical area

This paper aims to identify and report the differential effects of activity control and capability control on role stressors, which subsequently affect salespeople’s job satisfaction and sales performance.

Drawing on job demands-resources (JD-R) theory, the authors defined active control and customer demandingness as the job demands and capability control as the job resource, and designed their relationship with role stressors, which are indicated as role ambiguity, role conflict and role overload. The authors enrolled a sample of 223 industrial salespeople from pharmaceutical companies. After collecting the data, the authors used structural equation modeling using AMOS to test and estimate causal relationships along with a two-step approach to examine the interaction effect. The authors have also tested the simple slope of two-way interactions. All of the measured variables were identical to those used in previous studies.

The study findings indicate that behavior-based control can be counterproductive. Reducing activity control can decrease role stress, increase job satisfaction and improve job performance; increasing capability control, however, can reduce role stress and increase job satisfaction and performance. It is also important to acknowledge the external environment of the sales context in which behavior-based control is most effective: whereas high customer demandingness and capability control are related to reduced role stress, high customer demandingness and activity control are related to increased role stress.

Sales managers should recognize that different control management regimes reinforce or mitigate salespeople’s job stressors and outcomes under specific conditions (i.e. work environments marked by higher or lower customer demandingness).

Drawing on JD-R theory, the research shows that a behavior control (i.e. activity control and capability control) has differential, and even opposite, psychological consequences.

Building permitting is mostly a manual, labor intensive and time-consuming process. Initiatives for streamlining the process are not always helpful since they often fail to address the core problems within the process. A framework for modeling the permitting process can be useful to identify bottlenecks, core challenges and best practices. Hence, the authors aim to demonstrate and validate a previously suggested workflow for permit process modeling using the permitting process in Israel as a test case.

The authors implement qualitative expert interviews for data acquisition. The collected data are then processed for a qualitative data analysis. The results of the analysis are then validated using a focus group workshop in the field of building permits. In the test case the focus group consisted of Israeli experts.

The authors present a detailed overview of the as-is building permit process in Israel and the existing challenges. Through this test case, the authors found that the framework is applicable in different countries and that it can provide valuable insights into the core problems within the process. In addition, application of the same framework in different countries can provide comparable results that would allow the authors to identify best practices.

The major contribution of this work is the development and validation of a framework for building permitting process modeling which can be used to identify existing challenges and bottlenecks in the process. Implementing a structured and unified approach provides an opportunity to easily compare processes in different countries to identify best practices.

Currently, foresight studies have been adapted to incorporate new techniques based on big data and machine learning (BDML), which has led to new approaches and conceptual changes regarding uncertainty and how to prospect future. The purpose of this study is to explore the effects of BDML on foresight practice and on conceptual changes in uncertainty.

The methodology is twofold: a bibliometric analysis of BDML-supported foresight studies collected from Scopus up to 2021 and a survey analysis with 479 foresight experts to gather opinions and expectations from academics and practitioners related to BDML in foresight studies. These approaches provide a comprehensive understanding of the current landscape and future paths of BDML-supported foresight research, using quantitative analysis of literature and qualitative input from experts in the field, and discuss potential theoretical changes related to uncertainty.

It is still incipient but increasing the number of prospective studies that use BDML techniques, which are often integrated into traditional foresight methodologies. Although it is expected that BDML will boost data analysis, there are concerns regarding possible biased results. Data literacy will be required from the foresight team to leverage the potential and mitigate risks. The article also discusses the extent to which BDML is expected to affect uncertainty, both theoretically and in foresight practice.

This study contributes to the conceptual debate on decision-making under uncertainty and raises public understanding on the opportunities and challenges of using BDML for foresight and decision-making.

How can managers reduce information asymmetry in dyadic manager-external stakeholder relationships in a complex and evolving environment? Addressing this question has significant implications for firm survival, growth, and competitive advantage.

We have adopted a multiparadigm approach to theory building, known as metatriangulation. We integrate the dynamic capabilities, sensemaking, and evolutionary theory literatures to theorize how managers can relate to stakeholders in a complex and evolving environment.

We propose, via a conceptual framework and three propositions, “evolutionary sensemaking” as the managerial metacognitive dynamic capability that helps managers hone their understanding based on the evolutionary changes in the stakeholder’s interpretations of information quality preferences. The framework unfolds across three evolutionary stages: sensing preferences' variation of the stakeholder, seizing preferences, and transforming for complexity alignment and retention. The propositions focus on managing complexity in stakeholder information quality preference, employing cognitive capabilities to simplify, interpret, and align interpretations for effective information asymmetry reduction.

To develop the metacognitive dynamic capability of evolutionary sensemaking, managers need to train for and foster the underlying complex cognitive capabilities by enhancing their (1) perception and attention skills, (2) problem-solving and reasoning skills, and (3) language, communication, and social cognition skills, focusing specifically on reducing the complexity embedded in stakeholder cognition and diverse stakeholder preferences for information quality. Contrary to the current advice to “keep things simple” and provide “more” information to the stakeholders for opportunism reduction, trust-building, and superior governance, our framework suggests that managers hone their cognitive capabilities by learning to deal with the underlying complexity.

The proposed framework and propositions address research gaps in reducing information asymmetry. It enriches the dynamic capabilities literature by recognizing complexity (as opposed to opportunism) as an alternative source of information asymmetry, which needs to be addressed in this stream of research. It extends the sensemaking literature by identifying the complexity sources – i.e. stakeholder preferences for diverse information quality attributes and the associated cognitive preference interpretation processes. The article enhances evolutionary theory by delving into microprocesses related to information asymmetry reduction, which the existing literature does not thoroughly investigate.

This study aims to explore how to overcome and address the loss of exploratory innovation, thereby achieving greater success in exploratory innovation. This phenomenon of loss occurs when enterprises decrease their investment in and engagement with exploratory innovation, ultimately leading to an insufficient amount of such innovation efforts. Drawing on dynamic capabilities, this study investigates the relationship between organizational foresight and exploratory innovation and examines the moderating role of breakthrough orientation/financial orientation.

This study used survey data collected from 296 Chinese high-tech companies in multiple industries and sectors.

The evidence produced by this study reveals that three elements of organizational foresight (i.e. environmental scanning capabilities, strategic selection capabilities and integrating capabilities) positively influence exploratory innovation. Furthermore, this positive effect is strengthened in the context of a high-breakthrough orientation. Moreover, the relationships among environmental scanning capabilities, strategic selection capabilities and exploratory innovation become weaker as an enterprise’s financial orientation increases, whereas a strong financial orientation does not affect the relationship between integrating capabilities and exploratory innovation.

Ambidexterity is key to successful enterprise innovation. Compared with exploitative innovation, it is by no means easy to engage in exploratory innovation, which is especially important in high-tech companies. While the loss of exploratory innovation has been observed, few empirical studies have explored ways to promote exploratory innovation more effectively. A key research implication of this study pertains to the role of organizational foresight in the improvement of exploratory innovation in the context of high-tech companies.

This paper contributes to the broader literature on exploratory innovation and organizational foresight and provides practical guidance for high-tech companies regarding ways of avoiding the loss of exploratory innovation and becoming more successful at exploratory innovation.

While transition programs are widely used to facilitate newly graduated nurses transition to healthcare settings, knowledge about preconditions for implementing such programs in the hospital context is scarce. The purpose of this study was to explore program coordinators’ perspectives on implementing a transition program for newly graduated nurses.

An explorative qualitative study using individual interviews. Total of 11 program coordinators at five acute care hospital administrations in a south-west region in Sweden. Data was subjected to thematic analysis, using NVivo software to promote coding.

The following two themes were identified from the analysis: Create a shared responsibility for introducing newly graduated nurses, and establish legitimacy of the program. The implementation process was found to be a matter of both educational content and anchoring work in the hospital organization. To clarify the what and why of implementing a transition program, where the nurses learning processes are prioritized, was foundational prerequisites for successful implementation.

This paper illustrates that implementing transition programs in contemporary hospital care context is a valuable but complex process that involves conflicting priorities. A program that is well integrated in the organization, in which responsibilities between different levels and roles in the hospital organization, aims and expectations on the program are clarified, is important to achieve the intentions of effective transition to practice. Joint actions need to be taken by healthcare policymakers, hospitals and ward managers, and educational institutions to support the implementation of transition programs as a long-term strategy for nurses entering hospital care.

The study explores the extent to which business analytics can address business problems using the task-technology fit theory.

The qualitative research approach of pattern matching was adopted for data analysis and 12 semi-structured interviews were conducted. Four propositions derived from the literature on task-technology fit are compared to emerging core themes from the empirical data.

The study establishes the relationships between various forms of fit, arguing that the iterative application of business analytics improves problem understanding and solutions, and contends that both under-fit and over-fit can be acceptable due to the increasing costs of achieving ideal fit and potential unaffected outcomes, respectively. The study demonstrates that managers should appreciate that there may be a distinction between those who create business analytics solutions and those who apply business analytics solutions to solve problems.

Extant studies on business analytics have not focused on how the match between business analytics and tasks affects the level to which problems can be addressed that determines business value. This study enriches the literature on business analytics by linking business analytics and business value through problem resolution demonstrated by task-technology fit. To the authors’ knowledge, this study might be the first to apply pattern matching to study the fit between technology and tasks.

Managers must make numerous strategic decisions in order to initiate and implement a business model innovation (BMI). This paper examines how managers perceive the management team interacts when making BMI decisions. The paper also investigates how group biases and board members’ risk willingness affect this process.

Empirical data were collected through 26 in-depth interviews with German managing directors from 13 companies in four industries (mobility, manufacturing, healthcare and energy) to explore three research questions: (1) What group effects are prevalent in BMI group decision-making? (2) What are the key characteristics of BMI group decisions? And (3) what are the potential relationships between BMI group decision-making and managers' risk willingness? A thematic analysis based on Gioia's guidelines was conducted to identify themes in the comprehensive dataset.

First, the results show four typical group biases in BMI group decisions: Groupthink, social influence, hidden profile and group polarization. Findings show that the hidden profile paradigm and groupthink theory are essential in the context of BMI decisions. Second, we developed a BMI decision matrix, including the following key characteristics of BMI group decision-making managerial cohesion, conflict readiness and information- and emotion-based decision behavior. Third, in contrast to previous literature, we found that individual risk aversion can improve the quality of BMI decisions.

This paper provides managers with an opportunity to become aware of group biases that may impede their strategic BMI decisions. Specifically, it points out that managers should consider the key cognitive constraints due to their interactions when making BMI decisions. This work also highlights the importance of risk-averse decision-makers on boards.

This qualitative study contributes to the literature on decision-making by revealing key cognitive group biases in strategic decision-making. This study also enriches the behavioral science research stream of the BMI literature by attributing a critical influence on the quality of BMI decisions to managers' group interactions. In addition, this article provides new perspectives on managers' risk aversion in strategic decision-making.